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Case Studies by Jurgen Mihm

11 case studies

by Publication Date
published: 29 Oct 2018

  • Topic: Entrepreneurship
  • Region: North America

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Abstract:
The case explores the possible acquisition by McKinsey &Company of design company LUNAR in response to the new directions management consulting is taking. As of 2014, a new internal unit included ‘McKinsey implementation’ and ‘digital labs’, which explored new opportunities for the Firm and soon became major growth vectors for the consultancy. Targeting new capabilities and expertise, senior leadership asks the heads of the Product Development Practice (PDP) to “shoot big” if an opportunity arises. Design is one such capability, but how should they bring it on board: A partnership with an existing design company? An outright acquisition? Or by developing organically, hiring designers to work within the company? Ultimately, the acquisition option is chosen as a way to secure proven design talent, a brand, a portfolio, infrastructure and culture. A team within the PDP pitch a proposal to acquire a design company to the McKinsey advisory board, which gives the green light for a pilot test. McKinsey&Company asks LUNAR to host a workshop (for the redesign of a storage cabinet for laptop computers) and is more than impressed with the result. Discussions to acquire the design firm begin, but strategic, organizational and operational issues must be ironed out first. Students are required to assess whether the acquisition option will succeed, whether there is a better route (with respective advantages and disadvantages), and what organizational levers can be used to optimize LUNAR’s integration.

Pedagogical Objectives:
a) The strategic reasoning behind building a firm’s capabilities through an acquisition. How to add new organizational capabilities via an acquisition, what form the acquisition should take, and the advantages/disadvantages involved. b) Using organizational levers (e.g. defining career plans) to structure the new firm’s integration. How best to integrate the new capabilities – in this case design – from the acquired company into the established organization.

Keywords:
Knowledge Services, Design Thinking, Organizational Capabilities, Innovation, Design Capabilities, Creativity, Creative Organizations, Mckinsey, Lunar

published: 20 Jan 2012

  • Topic: Strategy
  • Industry: Printing
  • Region: Global

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Abstract:
The case consists of a role-play simulation in which teams of 4-6 participants represent one company (“Printing Equipment Company”). Each team is given a business strategy with strategic objectives, and a set of 8 candidate new product development (NPD) projects (with a detailed description and financials for each project). Each team has development capacity to execute at most half of the projects. It is thus the team’s objective to choose a project portfolio that best supports the organization’s strategy.

Pedagogical Objectives:
- To learn basic principles and methods of what makes a good portfolio. - To understand the multidimensional objectives in project portfolio choice. - To understand that technical decisions (here, choosing new products and their key configurations) are not only technical but drive the business in the future. - To thus link a functional level of decision making (here, of the R&D or NPD function and of the marketing function) to the overarching strategy of the business and to the other functions. Each set must include the 'base package' (4 documents) and the roles for 4-, 5- or 6-player teams, as follows: Role description for 4-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2b. Role description for 5-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3. Role description for 6-player teams: Marketing Manager 1, Marketing Manager 2, Marketing Manager 3, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3.

Keywords:
R&d Management, Portfolio Management, Strategy Implementation, New Product Development, Simulation Exercise, Role Play

Related:

published: 20 Jan 2012

  • Topic: Strategy
  • Industry: Printing
  • Region: Global

Show details ...

Abstract:
The case consists of a role-play simulation in which teams of 4-6 participants represent one company (“Printing Equipment Company”). Each team is given a business strategy with strategic objectives, and a set of 8 candidate new product development (NPD) projects (with a detailed description and financials for each project). Each team has development capacity to execute at most half of the projects. It is thus the team’s objective to choose a project portfolio that best supports the organization’s strategy.

Pedagogical Objectives:
- To learn basic principles and methods of what makes a good portfolio. - To understand the multidimensional objectives in project portfolio choice. - To understand that technical decisions (here, choosing new products and their key configurations) are not only technical but drive the business in the future. - To thus link a functional level of decision making (here, of the R&D or NPD function and of the marketing function) to the overarching strategy of the business and to the other functions. Each set must include the 'base package' (4 documents) and the roles for 4-, 5- or 6-player teams, as follows: Role description for 4-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2b. Role description for 5-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3. Role description for 6-player teams: Marketing Manager 1, Marketing Manager 2, Marketing Manager 3, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3.

Keywords:
R&d Management, Portfolio Management, Strategy Implementation, New Product Development, Simulation Exercise, Role Play

Related:

published: 20 Jan 2012

  • Topic: Strategy
  • Industry: Printing
  • Region: Global

Show details ...

Abstract:
The case consists of a role-play simulation in which teams of 4-6 participants represent one company (“Printing Equipment Company”). Each team is given a business strategy with strategic objectives, and a set of 8 candidate new product development (NPD) projects (with a detailed description and financials for each project). Each team has development capacity to execute at most half of the projects. It is thus the team’s objective to choose a project portfolio that best supports the organization’s strategy.

Pedagogical Objectives:
- To learn basic principles and methods of what makes a good portfolio. - To understand the multidimensional objectives in project portfolio choice. - To understand that technical decisions (here, choosing new products and their key configurations) are not only technical but drive the business in the future. - To thus link a functional level of decision making (here, of the R&D or NPD function and of the marketing function) to the overarching strategy of the business and to the other functions. Each set must include the 'base package' (4 documents) and the roles for 4-, 5- or 6-player teams, as follows: Role description for 4-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2b. Role description for 5-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3. Role description for 6-player teams: Marketing Manager 1, Marketing Manager 2, Marketing Manager 3, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3.

Keywords:
R&d Management, Portfolio Management, Strategy Implementation, New Product Development, Simulation Exercise, Role Play

Related:

published: 20 Jan 2012

  • Topic: Strategy
  • Industry: Printing
  • Region: Global

Show details ...

Abstract:
The case consists of a role-play simulation in which teams of 4-6 participants represent one company (“Printing Equipment Company”). Each team is given a business strategy with strategic objectives, and a set of 8 candidate new product development (NPD) projects (with a detailed description and financials for each project). Each team has development capacity to execute at most half of the projects. It is thus the team’s objective to choose a project portfolio that best supports the organization’s strategy.

Pedagogical Objectives:
- To learn basic principles and methods of what makes a good portfolio. - To understand the multidimensional objectives in project portfolio choice. - To understand that technical decisions (here, choosing new products and their key configurations) are not only technical but drive the business in the future. - To thus link a functional level of decision making (here, of the R&D or NPD function and of the marketing function) to the overarching strategy of the business and to the other functions. Each set must include the 'base package' (4 documents) and the roles for 4-, 5- or 6-player teams, as follows: Role description for 4-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2b. Role description for 5-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3. Role description for 6-player teams: Marketing Manager 1, Marketing Manager 2, Marketing Manager 3, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3.

Keywords:
R&d Management, Portfolio Management, Strategy Implementation, New Product Development, Simulation Exercise, Role Play

Related:

published: 20 Jan 2012

  • Topic: Strategy
  • Industry: Printing
  • Region: Global

Show details ...

Abstract:
The case consists of a role-play simulation in which teams of 4-6 participants represent one company (“Printing Equipment Company”). Each team is given a business strategy with strategic objectives, and a set of 8 candidate new product development (NPD) projects (with a detailed description and financials for each project). Each team has development capacity to execute at most half of the projects. It is thus the team’s objective to choose a project portfolio that best supports the organization’s strategy.

Pedagogical Objectives:
- To learn basic principles and methods of what makes a good portfolio. - To understand the multidimensional objectives in project portfolio choice. - To understand that technical decisions (here, choosing new products and their key configurations) are not only technical but drive the business in the future. - To thus link a functional level of decision making (here, of the R&D or NPD function and of the marketing function) to the overarching strategy of the business and to the other functions. Each set must include the 'base package' (4 documents) and the roles for 4-, 5- or 6-player teams, as follows: Role description for 4-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2b. Role description for 5-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3. Role description for 6-player teams: Marketing Manager 1, Marketing Manager 2, Marketing Manager 3, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3.

Keywords:
R&d Management, Portfolio Management, Strategy Implementation, New Product Development, Simulation Exercise, Role Play

Related:

published: 20 Jan 2012

  • Topic: Strategy
  • Industry: Printing
  • Region: Global

Show details ...

Abstract:
The case consists of a role-play simulation in which teams of 4-6 participants represent one company (“Printing Equipment Company”). Each team is given a business strategy with strategic objectives, and a set of 8 candidate new product development (NPD) projects (with a detailed description and financials for each project). Each team has development capacity to execute at most half of the projects. It is thus the team’s objective to choose a project portfolio that best supports the organization’s strategy.

Pedagogical Objectives:
- To learn basic principles and methods of what makes a good portfolio. - To understand the multidimensional objectives in project portfolio choice. - To understand that technical decisions (here, choosing new products and their key configurations) are not only technical but drive the business in the future. - To thus link a functional level of decision making (here, of the R&D or NPD function and of the marketing function) to the overarching strategy of the business and to the other functions. Each set must include the 'base package' (4 documents) and the roles for 4-, 5- or 6-player teams, as follows: Role description for 4-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2b. Role description for 5-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3. Role description for 6-player teams: Marketing Manager 1, Marketing Manager 2, Marketing Manager 3, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3.

Keywords:
R&d Management, Portfolio Management, Strategy Implementation, New Product Development, Simulation Exercise, Role Play

Related:

published: 20 Jan 2012

  • Topic: Strategy
  • Industry: Printing
  • Region: Global

Show details ...

Abstract:
The case consists of a role-play simulation in which teams of 4-6 participants represent one company (“Printing Equipment Company”). Each team is given a business strategy with strategic objectives, and a set of 8 candidate new product development (NPD) projects (with a detailed description and financials for each project). Each team has development capacity to execute at most half of the projects. It is thus the team’s objective to choose a project portfolio that best supports the organization’s strategy.

Pedagogical Objectives:
- To learn basic principles and methods of what makes a good portfolio. - To understand the multidimensional objectives in project portfolio choice. - To understand that technical decisions (here, choosing new products and their key configurations) are not only technical but drive the business in the future. - To thus link a functional level of decision making (here, of the R&D or NPD function and of the marketing function) to the overarching strategy of the business and to the other functions. Each set must include the 'base package' (4 documents) and the roles for 4-, 5- or 6-player teams, as follows: Role description for 4-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2b. Role description for 5-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3. Role description for 6-player teams: Marketing Manager 1, Marketing Manager 2, Marketing Manager 3, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3.

Keywords:
R&d Management, Portfolio Management, Strategy Implementation, New Product Development, Simulation Exercise, Role Play

Related:

published: 20 Jan 2012

  • Topic: Strategy
  • Industry: Printing
  • Region: Global

Show details ...

Abstract:
The case consists of a role-play simulation in which teams of 4-6 participants represent one company (“Printing Equipment Company”). Each team is given a business strategy with strategic objectives, and a set of 8 candidate new product development (NPD) projects (with a detailed description and financials for each project). Each team has development capacity to execute at most half of the projects. It is thus the team’s objective to choose a project portfolio that best supports the organization’s strategy.

Pedagogical Objectives:
- To learn basic principles and methods of what makes a good portfolio. - To understand the multidimensional objectives in project portfolio choice. - To understand that technical decisions (here, choosing new products and their key configurations) are not only technical but drive the business in the future. - To thus link a functional level of decision making (here, of the R&D or NPD function and of the marketing function) to the overarching strategy of the business and to the other functions. Each set must include the 'base package' (4 documents) and the roles for 4-, 5- or 6-player teams, as follows: Role description for 4-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2b. Role description for 5-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3. Role description for 6-player teams: Marketing Manager 1, Marketing Manager 2, Marketing Manager 3, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3.

Keywords:
R&d Management, Portfolio Management, Strategy Implementation, New Product Development, Simulation Exercise, Role Play

Related:

published: 20 Jan 2012

  • Topic: Strategy
  • Industry: Printing
  • Region: Global

Show details ...

Abstract:
The case consists of a role-play simulation in which teams of 4-6 participants represent one company (“Printing Equipment Company”). Each team is given a business strategy with strategic objectives, and a set of 8 candidate new product development (NPD) projects (with a detailed description and financials for each project). Each team has development capacity to execute at most half of the projects. It is thus the team’s objective to choose a project portfolio that best supports the organization’s strategy.

Pedagogical Objectives:
- To learn basic principles and methods of what makes a good portfolio. - To understand the multidimensional objectives in project portfolio choice. - To understand that technical decisions (here, choosing new products and their key configurations) are not only technical but drive the business in the future. - To thus link a functional level of decision making (here, of the R&D or NPD function and of the marketing function) to the overarching strategy of the business and to the other functions. Each set must include the 'base package' (4 documents) and the roles for 4-, 5- or 6-player teams, as follows: Role description for 4-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2b. Role description for 5-player teams: Marketing Manager 1, Marketing Manager 2b, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3. Role description for 6-player teams: Marketing Manager 1, Marketing Manager 2, Marketing Manager 3, Product Development Manager 1, Product Development Manager 2, Product Development Manager 3.

Keywords:
R&d Management, Portfolio Management, Strategy Implementation, New Product Development, Simulation Exercise, Role Play

Related:

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